Global Change Manager to support the next phase of its organisational transformation
We're partnering with a leading professional services organisation undertaking a large-scale transformation agenda. This is a key opportunity to shape and lead a portfolio of global change initiatives focused on technology enablement, cultural transformation, and operating model implementation.
The Senior Global Change Manager will play a pivotal role in designing, managing, and embedding strategic change programmes across regions, ensuring consistent delivery, strong adoption, and measurable business impact.
Key Responsibilities
Lead and oversee a portfolio of complex change initiatives across multiple global business areas.
Partner with senior stakeholders to define and deliver an integrated Change Management strategy aligned to business priorities.
Drive technology and culture change programmes that enhance collaboration, efficiency, and innovation.
Support operating model design and implementation, ensuring alignment between people, process, and technology.
Develop and maintain effective governance, reporting, and tracking mechanisms for all change activities.
Coach and guide regional change leads to ensure consistent application of change frameworks and practices.
Build capability across teams through targeted communication, training, and stakeholder engagement.
Identify and manage risks, dependencies, and resistance to ensure smooth transition and sustainability.
What We're Looking For
Extensive experience managing large-scale, multi-country change programmes in a professional services or complex corporate environment.
Strong background in technology-enabled transformation, cultural change, and operating model implementation.
Proven ability to influence and partner with senior stakeholders across functions and geographies.
Strategic mindset with hands-on delivery experience.
Excellent communication and facilitation skills.
Degree-level education; formal Change Management qualification (e.g. Prosci, CCMP, ADKAR) advantageous.
